COLUMBUS STATE COMMUNITY COLLEGE

1. COLUMBUS STATE COMMUNITY COLLEGE College Planning Forum Strategic Planning Update May 31, 2012

2. AGENDA

3. OBJECTIVES To develop a strategic vision of the future describing the value Columbus State will be delivering to its stakeholders including students & alumni, central Ohio educators, employers & leaders, and Columbus State faculty, administrators & staff To review and refine the College’s statements of mission and values in light of its strategic vision To identify the institutional priorities that the College has underway or will initiate to achieve its strategic vision in accordance with its mission and values

4. STRATEGIC PLANNING STEERING COMMITTEE • Keith Coates • Kelly Hogan • Kimberly Brazwell • Lenee Pezzano • Lisa Cerrato • Lori McKenzie • Michael Hailu • Nancy Case • Pat Fabrisi • Renee Hampton • Robyn Lyons-Robnison • Sandy Kellam • Sue Donahue • Susan Norris-Berry • Tim Davis • Tom Habegger Aletha Shipley Barbara Smith-Allen Carmen Daniels Charles Dawson Crystal Clark Darla Vanhorn David Metz David Tom Elissa Schneider Jack Cooley Jack Popovich James Beidler Jeff Bates Jennifer Anderson Joel Nelson Karen Muir Kathy Eichenberger

5. STRATEGIC PLANNING AS A TOOL • Allows us to identify priorities based on a clear strategic vision of the future • Helps us understand the context & environment in which we’re operating, i.e., the “why” that drives our work, decisions and priorities • Provides a framework for effective decision-making and resource allocations • Aligns our resources – human, financial and other – based on what matters most to our success • Engages everyone who needs to make the vision happen and/or is affected by it • Guides performance management • Aligns us with HLC’s accreditation framework

6. INHIBITORS SUPPORTERS THE PROCESS VISION MISSION VALUES Priorities Priorities CURRENT REALITY

7. DEFINITION OF TERMS • Vision (The “What,” “When” and “Where”) • What will be true for our stakeholders as a result of our work; what we will have accomplished from their perspectives at a defined point in the future • The value we will have created • Mission (The “Why”) • Our role as an organization; why we exist • The institutional purpose aligning us with & directing us toward our vision • Values (The “Who”) • The principles & cultural attributes that define us and how we operate • Strategies & Tactics (The “How”) • How we will achieve the vision; what specific actions we will take

8. SAMPLE VISION & MISSION STATEMENTS

9. PROCESS UPDATE • Current Environment Assessment • Dr. Harrison’s Environmental Scan • Interviews with 12 local business, community and educational leaders • National studies and initiatives • Achieving the Dream • Reclaiming the American Dream (AACC) • Time is the Enemy (Complete College America) • A Stronger Nation through Higher Education (Lumina Foundation)

10. COMMUNITY LEADER INTERVIEWS K-12: • Gene Harris/Superintendent, Columbus City Schools • Steve Dackin/Superintendent, Reynoldsburg City Schools Higher Ed: • Dolan Evanovich/VP, Strategic Enrollment Planning, The Ohio State University • David Decker/President, Franklin University * Columbus State Board Member Business & Community Leaders: Tanny Crane/CEO, Crane Group Alex Fisher/CEO, Columbus Partnership Mike Keller/CIO, Nationwide Insurance Pat Losinski/CEO, Columbus Metropolitan Library Jeff Lyttle/VP, Community Relations, JP Morgan Chase Rich Rosen/Executive Director, Indigo Strategies * Dwight Smith/CEO, Sophisticated Systems Poe Timmons/CFO, Dispatch Printing Company *

11. PROCESS UPDATE • Strategic Planning Steering Committee guiding the process • 2 meetings so far: • Deep dive into current environment assessment • Exploring implications of emerging themes • Articulating a vision for Columbus State’s impact on the community • At least 2 more meetings to: • Continue refining vision and mission • Work on organizational values and strategic priorities • Obtain input from President’s Cabinet and College Planning Forum • Integrate student and alumni feedback via focus groups over summer • Share vision/mission/values/priorities with Board in fall

12. GROUND RULES Engage & participate Be candid Listen to each other Ask questions Suspend judgment…be OK with not knowing the answers yet Leave “stripes” at the door

13. HIGHLIGHTS OF CURRENT ENVIRONMENT ASSESSMENT

14. WHAT WE ASKED As you think about the needs of your organization and about central Ohio employers in general, how would you describe the employees that will be required to compete successfully in the coming years? What are the major opportunities that Columbus State can help you and other employers address as the College seeks to educate employees who will support central Ohio’s growth and competitiveness? Similarly, what are the threats on the horizon for you and other central Ohio employers that Columbus State can help address? What are your current perceptions of Columbus State, through any direct or indirect experience you have had with the school, its programs & initiatives, students & graduates (i.e., what are its strengths/assets & limitations/weaknesses)? How would you describe the unique role and impact that Columbus State could/should fulfill in central Ohio? What do you see as the key strategic and organizational priorities that Columbus State must address to be successful in its efforts to fulfill this role successfully?

15. CHARACTERISTICS of SUCCESSFUL EMPLOYEES • Specific skills are impossible to predict because of the rapid pace of change • The ability to forecast and develop programs to address skills requirements is a critical competency for Columbus State • Certain skills & competencies are certain to be important • Work readiness - attendance, reliability, follow-through, dealing with other people • Foundational skills – problem-solving, analytical thinking, communication, technology literacy, adaptability, performing on teams, leadership, entrepreneurship • Industry/job-specific skills must be overlaid on foundational skills based on market needs • Central Ohio must have a sufficient pool of job-ready talent that can be trained for industry-specific needs in order to achieve Columbus2020 goals

16. OPPORTUNITIES FOR COLUMBUS STATE • “The Era of the Community College” • Economics make sense • “Just in time” delivery of education and training to meet needs of market • Critical player in the region’s economic development engine • Columbus State is uniquely positioned - - no one else can do this! • Fully integrate with the community and its employers to understand, predict and respond to Central Ohio’s workforce needs on an ongoing basis • Be the thought leader and mobilizer on workforce development in Central Ohio • Increase completion rates once students are enrolled

17. OPPORTUNITIES FOR COLUMBUS STATE (con’t) Partner with the region’s K-12 systems to help them ready their graduates to enter college and the workforce Develop new model of remedial education that brings skills to basic level while providing visible success toward student’s career goals Create multiple pathways to workforce success for high school graduates Create multiple pathways to workforce success for employees Develop best-in-class industry-specific programs for growing markets

18. CHALLENGES & THREATS Increasing cost and decreasing funding of higher education Insufficient readiness of high-school students for work or college Collaboration across educational spectrum and public/private sector not historically strong Competition from well funded for-profits, especially for online options Changing demographics of student population Shortages of labor for critical jobs might cause employers to go The stakes are very high - - successful economic development requires an educated & skilled population

19. PERCEPTIONS OF COLUMBUS STATE: Strengths • Leadership approach is well received • Bold vision • Willing to take strategic risks • Listening to the community • Collaborative • Seat at the Columbus Partnership table • Accessible, affordable and open to all • Ability to expand/contract capacity (adjunct model) • Focus on skills that people want and need to learn • Reducing stigma of community college

20. PERCEPTIONS OF COLUMBUS STATE: Limitations Need to dramatically increase community & employer engagement Need to reinforce Columbus State’s presence and vital relevance Need to dramatically increase capacity for undertaking new initiatives and getting them done Data collection and analysis capabilities Amount of time required for remedial education Completion rates and financial-aid “burn” rates

21. UNIQUE ROLE/IMPACT FOR COLUMBUS STATE • Workforce development • Align regional educational model downstream & upstream • Prepare new entrants to job market and college, particularly those from Central Ohio school districts • Re-skill existing workforce to meet needs of the market • Just in time delivery of education and training • Bridge to skilled employment, skilled workforce • Forecaster and translator of workforce needs to the community

22. DR. HARRISON’S ENVIRONMENTAL SCAN • Opportunities: • To be the front door to higher education for most students and families in Central Ohio • To be the trusted business partner for employers in our region, and a statewide or national leader in some disciplines • To help all who come to us pursue a better life • To be a recognized leader in defining the 21st century community college • “Columbus State has never been more important to Central Ohio than it is today” • Completely consistent with what we heard from small sample of community leaders

23. 2021: An Emerging Vision WORKFORCE-READY 2-YEAR DEGREE SEEKERS CAREER CHANGERS RESKILLED & READY NEW SKILL SEEKERS TRANSFER-READY 4-YEAR DEGREE SEEKERS LIFE-READY

24. FOOD FOR THOUGHT CSCC sees “students” – Community sees “people” “Workforce” means something different outside our walls “We need to learn how to be big” Strategic collaboration and partnership will be critical competencies

25. PRELIMINARY VISION WORK Defining the vision as what will be true for its stakeholders as a result of Columbus State’s work, or the impact Columbus State will have delivered to its stakeholders, complete the following sentence: Because of Columbus State Community College and its partnerships with students, educators and employers, _________________________________________________ __________________________________________________________________________________________________________________________________________________________________________________________________________ .

27. WHAT’S A VISION, AGAIN? • Vision (The “What,” “When” and “Where”) • What will be true for our stakeholders as a result of our work; what we will have accomplished from their perspectives at a defined point in the future • The value we will have created “Every person deserves the chance to live a healthy, productive life.” “A cancer-free world. One person, one discovery at a time.” “A thriving community where wisdom prevails”

28. COLUMBUS STATE’S VISION -- 2021 • Huddle up in groups of 4 or 5 • Write a vision of what will be true “because of Columbus State”…

29. INHIBITORS SUPPORTERS THE PROCESS VISION MISSION VALUES Priorities Priorities CURRENT REALITY